The document discusses the importance of leadership for total quality management (TQM). It describes leadership as influencing people and systems to have an impact and achieve results. A key part of leadership is strategic planning to envision the organization's future. The Baldrige criteria examine how senior leaders address values, directions, performance expectations and focus on customers. Effective leadership requires visible commitment from top management, clear communication, and embedding a culture of quality throughout the organization.

1. Leadership For TQM
THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM 1

2. Leadership
• The ability to positively influence
people and systems to have a
meaningful impact and achieve results.
• Leadership is a prerequisite to all
strategy and action plans, it cannot be
delegated.
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

3. Strategic Planning
• The process of envisioning an
organization’s future and developing
the necessary procedures and
operations to achieve that future.
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

4. The Baldrige “Leadership Triad”
Strategic
Planning
Operations
Leadership
Customer and
Market Focus
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

5. Characteristics of excellent
leadership
• Visible, committed, and knowledgeable.
• A missionary zeal.
• Aggressive targets.
• Strong drivers.
• Communication of values.
• Organization.
• Customer contact.
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

6. Leadership in the Baldrige Criteria
The Leadership Category examines how an organization’s
senior leaders address values, directions, and
performance expectations, as well as a focus on
customers and other stakeholders, empowerment,
innovation, and learning. Also examined is how the
organization addresses its responsibilities to the public
and supports its key communities.
1.1 Organizational Leadership
a. Senior Leadership Direction
b. Organizational Performance Review
1.2 Public Responsibility and Citizenship
a. Responsibilities to the Public
b. Support of Key Communities
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson Learning
TM

7. Attitude and involvement of top
management
Top management must demonstrate attitude to
balancing the following two dimensions.
• They must balance the need for structural
dimension(e.g., hierarchy, budget, plans, controls,
procedures)
• Also the behavioral or personnel dimension.
The commitment and involvement of management
need to be demonstrated and visible
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

8. Communication
• Communication is defined as the exchange
of information and understanding between
two or more persons or groups.
Communication Model
Sender Message Receiver
Feedback
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

9. The vehicles for communicating about quality
are selected components of TQM system:
• Training and development for both managers and
employees.
• Participation at all levels in establishing
benchmarks and measures of process quality.
• Empowerment of employees.
• Quality assurance in all organization processes.
• Human resource management system that
facilitate contributions at all levels.
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

10. Culture
• Culture is the pattern of shared belief and
values that provide the members of an
organization rules of behavior or
accepted norms for conducting operation.
• Corporate culture is a company’s value
system and its collection of guiding
principles
• Cultural values often seen in mission and
vision statements
• Culture reflected by management policies
and actions
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

11. Embedding a Culture of Quality
• The basic vehicle for embedding an organizational
culture is a teaching process in which desired behavior
and activities are learned through experience, symbols,
and explicit behavior.
• Change can be accomplished, but it is difficult
• Imposed change will be resisted
• Full cooperation, commitment, and participation by all
levels of management is essential
• Change takes time
• You might not get positive results at first
• Change might go in unintended directions
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

12. Management System
Quality management system are vehicles for change and
should be designed to integrate all areas, not only the
quality assurance department. They are directed toward
achievement and commitment to purpose through four
universal processes:
(1) The specialization of task responsibilities through structure
(2) The provision of information systems that enable employees
to know what they need to do in order to achieve goals.
(3) The necessary achievement to result through action plans and
projects
(4) Control through the establishment of benchmarks, standards,
and feedback.
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

13. Culture Change Mechanisms
Focus Form traditional To quality
plan Short and budget Future strategic issues
control Variance Quality measure and
reporting information for self control
communication Top down Top down and bottom up
Decision Ad hoc/crisis Planned change
management
Functional Parochial, Cross functions, integration
management competitive
Quality management Fixing-shot Preventive/continuous, all
manufacturing function and process
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

14. Cont. Management System
• Refers to how decisions are made,
communicated, and carried out at all levels;
mechanisms for leadership development,
self-examination, and improvement
• Effectiveness of leadership system depends
in part on its organizational structure
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

15. Key success factors emerges
from three dimensions
• The drivers of quality such as cycle time
reduction, zero defects;
• Operations that provide opportunities for
reducing cost or improving productivity ;
• The market side of quality, which relates to
the salability of goods and services.
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

16. Leadership Summary
• Create a customer-focused strategic vision and clear
quality values
• Create and sustain leadership system and
environment for empowerment, innovation, and
organizational learning
• Set high expectations and demonstrate personal
commitment and involvement in quality
• Integrate quality values into daily leadership and
management and communicate extensively
• Integrate public responsibilities and community
support into business practices
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THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM